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Agenda – A Financial Times Service Article written by Amanda Gerut in Collaboration with MyLogIQ

The relatively nominal raises seen in CEO pay at the largest companies are also being reflected in boards’ increases to their own pay plans. Compensation consulting firm Willis Towers Watson reports that among 300 Fortune 500 companies, total direct compensation for directors grew 2% at the median, to roughly $260,200, from 2016 to 2017.

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A look at some of the most recently filed proxies using MyLogIQ, an SEC compliance and public company intelligence provider, shows numerous examples of the various approaches boards take in structuring pay for lead directors with dual roles.

Agenda – A Financial Times Service Article written by Amanda Gerut in Collaboration with MyLogIQ

Nominating and corporate governance committees are grappling with how to make board evaluations more meaningful, and one niggling question that has emerged is whether boards should ask individual directors to rank the contributions of peers.

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Data from SEC compliance and public company intelligence provider MyLogIQ shows that Arconic’s corporate governance guidelines state that “board positions should not be regarded as permanent. Directors should serve only so long as they add value to the board, and a director’s ability to continue to contribute to the board should be considered each time the director is considered for re-nomination.”

Agenda – A Financial Times Service Article written by Amanda Gerut in Collaboration with MyLogIQ

“Boards are finding new board recruits with expertise in software, big data and cyber security and other industry experience, and are expanding board sizes as a result. In addition, retirement age policies have prompted director resignations at AAR Corp. and General Mills.

Data from SEC compliance and public company intelligence provider MyLogIQ shows that boards such as Abbot Laboratories, Advanced Micro Devices, ConocoPhillips and McClatchy announced the appointments of directors with expertise in various areas of technology in the past month.”

Agenda – A Financial Times Service Article written by Amanda Gerut in Collaboration with MyLogIQ

Company culture at Microsoft in 2013 had grown so “toxic,” said independent chairman John Thompson, the board couldn’t get its top choices of executives from outside the company to sign on as the $526 billion software behemoth’s new CEO.

The CEO succession the board oversaw in 2014 led to a strategic and cultural shift, and board members followed it with a series of governance improvements and an infusion of new directors. Since 2012, the board size has expanded by two, and eight new independent directors have joined the board. Six directors have left. Governance experts are urging other boards to follow the lead of companies such as Microsoft and regard directorships as tours of service based on company strategy rather than an appointment that typically spans close to a decade or longer.

Agenda – A Financial Times Service Article in Collaboration with MyLogIQ

A slew of new appointments to the boards of Arconic, Mattel and Waters include sitting or retired CEOs of publicly traded companies, reports Agenda’s Amanda Gerut with data provided by MyLogIQ. In addition, several directors have given notice that they won’t be continuing with the boards of such companies as Alaska Air Group, Arconic and General Mills.